A few years ago, a UK university established a new initiative with funding from central government. The initiative was one of about 70 such initiatives across the HE sector which were established in the hope that, within the five years of the funding, the universities involved would have taken risks and pioneered innovative learning approaches that could be adopted and/or adapted across the sector.
The university in question established a project with the aim of developing more practice-based arts provision within the university, establishing more links between the university and external artists and arts organisations, and to increase the links between the subject areas within the creative and performing arts programmes within the university. The project rapidly established a reputation within the university for taking risks and for having a different way of looking at things. It was also known for having a different way of talking about things and even a different way of naming things, for example, modules. A critical factor in the project’s ability to forge an innovative path was that its director had been brought in from outside academia, and was relatively and refreshingly unencumbered by things like history and precedence and the engrooved customs, practices and discourses of the institution.
The director had created a Skunk Works.
Skunk Works are, typically, small and loosely structured groups of people who research and develop a project for the sake of innovation. There are several important and essential features of a Skunk Works: one is that it operates independently of the normal research and development operations of the company or organisation; another is that, in order to achieve unusual results, the people working on the project work in ways that are outside the normal ways of working.
One of the major projects initiated by the director was the development of a pilot MA in interdisciplinary arts practice. The aims of the course were to explore and extend the boundaries of various arts disciplines, and all aspects of the course were designed to be innovative and radical – the curriculum, the delivery, and the assessment. As with all courses, the proposal had to go through the university’s validation process and there were intense discussions about what might or might not be acceptable, especially given the relatively traditional academic culture of the university. The director stuck to her guns and, much to the surprise and, indeed, chagrin of some colleagues, the university validated a course that included modules called ‘Adventures in Interdisciplinarity’ and ‘Further Adventures in Interdisciplinarity’ in which the course participants– a mixture of recent graduates and mature, part-time students– gathered on a Friday and worked intensively through the weekend on various experimental projects and exploratory assignments with artists, directors, film-makers and composers.
These ‘Adventures’ were designed to provide unusual, typically hazardous (creatively, intellectually, etc.), experiences or activities. Calling the modules ‘Adventures’ was a very deliberate move and was highly resonant of Ronald Barnett’s call to educators to ‘hang onto a language of delight, wonder, care, excitement, fun, engagement and love– the language in which a student is caught and even entranced’ (Barnett, 2008).
At a time of particularly rapid change with a host of serious challenges facing higher education, perhaps establishing a Skunk Works and investing in the space to breathe, to invent, to imagine, to innovate, and to create something that is different, exciting, and genuinely transformational might be a very good and beneficial move.
Barnett, R. 2008. A will to learn. London: Open University Press.
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About me:
I am an independent higher education consultant and co-founder of the educational consultancy Ciel Associates specialising in organisational and transformational change and enhancing learning, teaching and assessment. I have over thirty years experience in a wide range of higher education providers both as a consultant and, before that, in a number of management, leadership and strategic roles. My work is informed by my belief in the transformational power of education and a commitment to enabling institutions to create meaningful and sustainable change. Contact me at Ciel Associates .













